| dc.contributor.advisor | 黃國峯 | zh_TW |
| dc.contributor.author (Authors) | 廖煥騰 | zh_TW |
| dc.contributor.author (Authors) | Liao, Huan-Teng | en_US |
| dc.creator (作者) | 廖煥騰 | zh_TW |
| dc.creator (作者) | Liao, Huan-Teng | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 1-Jul-2020 13:45:55 (UTC+8) | - |
| dc.date.available | 1-Jul-2020 13:45:55 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-Jul-2020 13:45:55 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0107932408 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/130567 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 107932408 | zh_TW |
| dc.description.abstract (摘要) | 本研究以個案研究方式，探討個案公司創辨人如何洞察市場商機，善用本身資源爭取到代理國外化妝保養產品，並運用人脈擴展國內通路，開拓國內化妝保養品市場。在企業成長過程因應經營環境改變、競爭態勢日趨嚴峻的情形下，歷經引進歐美專業品牌代理銷售、通路變革、自創品牌、商業模式改變與自有品牌國際化的挑戰，考驗公司經營者之公司經營能力與應變力。此個案之討論問題一共有三題，分別是：一、 個案公司如何以中小企業之姿成功發展為國際性保養品品牌？二、 保養品產業中，代工與自有品牌經營模式的差異為何？三、 面臨電商競爭，個案公司如何因應此挑戰？請提供未來可能發展之策略。研究結果顯示，品牌經營仍著重於長期策略，須在品牌定位時清楚將品牌定位、品牌價值明確定義，以便進行精準行銷、彰顯品牌價值。先在國內市場進行建立合適的營銷模式，穩固國內市場銷售。再來落實品牌國際化策略，一步一步往目標邁進。代理品牌與自有品牌部份，對於企業經營必須有所取捨，初期容易以代理形式進入市場，獲得營收上的成長，但是所獲得是代理品牌的短期的利潤。對化妝保養品產業而言，長期以自創品牌經營可以保障經營成果，並發揚品牌價值，獲得經營品牌應有的利潤。通路隨著網路銷售日趨方便，原代理模式獲利空間被壓縮，商業模式也因為網路科技進展而打破，網路營收金額現已超越實體通路。企業如何因應消費者行為改變，因應線上及線下相互搭配的全通路營運模式，以符合現今網路消費盛行下之消費者需求。 | zh_TW |
| dc.description.abstract (摘要) | This study uses case studies to explore how a company ’s founders have insight into market opportunities, make good use of its own resources to secure agencies for foreign cosmetics and maintenance products, and use connections to expand domestic channels and expand the domestic cosmetics and maintenance products markets. In the process of growth, in response to environmental changes and the increasingly severe competition, the company has experienced the challenges of being agents for foreign original brands, channel reform, own–brand establishment, business model changes, and internationalization of private brands, which examine the company ’s managers’ managerial and operational capabilities.There are three discussion questions in this case, including:1. How does the case company, as a small and medium size enterprise, successfully develop an international brand of maintenance products?2. What is the difference between the OEM and own-brand business models in the maintenance products industry?3. Facing with the competition from e-commerce, how can the case company respond to this challenge? Please provide strategies for possible future development of the case company.The study results show that the own-brand strategy is still a long-term strategy, and brand positioning and brand value must be clearly defined during brand positioning in order to carry out accurate marketing and highlight brand value. First, the case company develop the domestic market to stabilize sales in the beginning of the firm. Then the company implements the brand internationalization strategy, and step by step moves towards the international brand of maintenance products.Regarding own-brand and OEM business models, firms must have some trade-offs between them for the operation of the enterprise. It is easy to enter the market in the form of OEM in the early stage and to obtain revenue growth, but OEM makes less profits. For the cosmetics and maintenance products industry, a long-term strategy with a self-owned brand can ensure the better business performance, promote the brand value, and obtain the higher profits.Facing the increasing convenience of online businesses, the margin spread of the original agency model has been compressed, and the business model has been disrupted because of online business models. The amount of online revenues have now exceeded the ones of physical channels. In response to changing consumer behaviors, enterprises need to plan and design an all-channel operation model that matches online and offline to meet the needs of consumers under the prevalence of online consumption. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題與目的 2第三節 研究方法 3第二章 個案本文 4化妝保養品產業概況 7創新生技有限公司簡介 17品牌之路 18自有品牌全球發展策略 41第三章 教學指引 44第一節 個案概要 44第二節 教學目標 45第三節 教學計畫 45第四節 個案討論問題與分析 46第四章 結論 62參考文獻 65 | zh_TW |
| dc.format.extent | 4267309 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0107932408 | en_US |
| dc.subject (關鍵詞) | 品牌管理 | zh_TW |
| dc.subject (關鍵詞) | 品牌行銷 | zh_TW |
| dc.subject (關鍵詞) | 品牌國際化 | zh_TW |
| dc.subject (關鍵詞) | 通路策略 | zh_TW |
| dc.subject (關鍵詞) | 成長策略 | zh_TW |
| dc.subject (關鍵詞) | 市場定位 | zh_TW |
| dc.subject (關鍵詞) | 愛斯德瑪 | zh_TW |
| dc.subject (關鍵詞) | 醫學美容 | zh_TW |
| dc.subject (關鍵詞) | LOVEISDERMA | en_US |
| dc.subject (關鍵詞) | Skincare | en_US |
| dc.subject (關鍵詞) | Brand management | en_US |
| dc.subject (關鍵詞) | Brand marketing | en_US |
| dc.subject (關鍵詞) | Brand internationalization | en_US |
| dc.subject (關鍵詞) | Channel strategy | en_US |
| dc.subject (關鍵詞) | Growth strategy | en_US |
| dc.subject (關鍵詞) | Market positioning | en_US |
| dc.title (題名) | 美容保養品品牌國際化策略之研究 以愛斯德瑪LOVEISDERMA品牌為例 | zh_TW |
| dc.title (題名) | Research on Internationalization Strategy of Beauty and Skincare company. A Case Study on LOVEISDERMA | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 壹、中文參考文獻（一）網際網路2019尼爾森「台灣線上市場總覽」 http://www.nielsen.com.tw ，最後瀏覽日期民國109年4月25日。創新生技有限公司 https://inno-bio.com/ ，最後瀏覽日期民國109年4月25日。貳、英文參考文獻Porter, M.E. (1990). The Competitive Advantage of Nations. London: Macmillan. | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202000461 | en_US |
